Overcoming Communication Barriers in Organizations: Creating Competent Communicators

EFFECTIVE EXECUTIVE NOV.2009

ORGANIZATIONAL LOYALTY

Overcoming Communication Barriers in Organizations: Creating Competent Communicators

-- Dr. Martin Hahn

Dr. Martin Hahn received his education and degrees in Europe in organizational/industrial sociology. He grew up in South-East Asia and moved to Europe to get his tertiary education and gain experience in the fields of scientific research, radio journalism, and management consulting. After living in Europe for 12 years, he moved to South-East again where he worked for 12 years as a management consultant, university lecturer, corporate trainer, and international school teacher and administrator. Currently he is working as a Director of Education in the Saint Peter School in Jakarta, Indonesia.

This article discusses two aspects that boost organizational commitment: How to overcome comm-unication barriers in organizations and how to communicate effectively in organi-zations. The basic eleven communi-cation barriers in organizations have been identified and tips on how to overcome them discussed in detail. In addition, the article reiterates that efffective communica-tion in organizations can be facilitated if one knows the type of people working in an organization – doers, connectors, and influencers.

Although all communication is subject to misunderstandings, business communication is particularly difficult. The matters will often be complex and controversial. Moreover, both the sender and the receiver may face distractions that divert their attention. Further, the opportunities for feedback are often limited, making it difficult to correct misunderstandings. The communication barriers in organizations as listed below and the ways to overcome them will be the main topic of this article.

1. Information Overload

Too much information is as bad as too little because it reduces the audience's ability to concentrate effectively on the most important messages. People facing information overload sometimes try to cope by ignoring some of the messages, delaying responses to messages they deem unimportant, answering only parts of some messages, responding inaccurately to certain messages, taking less time with each message, or by reacting only superficially to all messages. To overcome information overload, realize that some information is not necessary while making the necessary information easily available. Try to analyze the meaning of the information before passing it on and set priorities for dealing with the information flow.

2. Message Complexity

When formulating business messages, you communicate both as an individual and as a representative of the organization. Thus you must adjust your own ideas and style so that they are acceptable to your employer. In fact, you may be asked occasionally to write or say something that you disagree with personally. Suppose you work as a recruiter for your firm. You've interviewed a job candidate you believe would make an excellent employee, but others in the firm have rejected this applicant. Now you have to write a letter turning down the candidate: You must communicate your firm's message, regardless of your personal feelings, a task some communicators find difficult.

To overcome the barriers of complex messages, keep them clear and easy to understand. Organize the ideas well, guide readers by telling them what to expect, use concrete and specific language, and stick to the point. Be sure to ask for feedback so that you can clarify and improve your message, if necessary.

3. Message Competition

Communicators are often faced with messages that compete for attention. If you're talking on the phone while scanning a report, both messages are apt to get short shrift. Even your own messages may have to compete with a variety of interruptions: The phone rings every five minutes, people intrude, meetings are called, and crises arise. In short, your messages rarely have the benefit of the receiver's undivided attention.

To overcome competition barriers, avoid making demands on a receiver who doesn't have the time to pay careful attention to your message. Make written messages visually appealing and easy to understand, and try to deliver them when your receiver has time to read them. Oral messages are most effective when you can speak directly to your receiver (rather than to intermediaries or answering machines). Also, be sure to set aside enough time for important messages that you receive. Business messages rarely have the benefit of the audience's full and undivided attention.

4. Differing Status

Employees of low status may be overly cautious when sending messages to managers and may talk only about subjects they think the manager is interested in. Similarly, people holding high positions may distort messages by refusing to discuss anything that would tend to undermine their authority in the organization. Moreover, belonging to a particular department or being responsible for a particular task can narrow your point of view so that it differs from the attitudes, values, and expectations of people who belong to other departments or are responsible for other tasks.

To overcome status barriers, keep managers and colleagues well informed. Encourage lower-status employees to keep you informed by being fair-minded and respectful of their opinions. When you have information that you're afraid your boss might not like, be brave enough to convey it. Status barriers can be overcome by a willingness to give and receive bad news.

5. Lack of Trust

Building trust is a difficult problem. Other members of the organization don't know whether you'll respond in a supportive or responsible way, so trusting can be risky. Without trust, however, free and open communication is effectively blocked, threatening the organization's stability. Just being clear in your communication is not enough.

To overcome trust barriers, be visible and accessible. Don't insulate yourself behind assistants or secretaries. Share key information with colleagues and employees, communicate honestly, and include employees in decision making. For communication to be successful, organizations must create an atmosphere of fairness and trust.

6. Inadequate Communication Structures

Organizational communication is effected by formal restrictions on who may communicate with whom and who is authorized to make decisions. Designing too few formal channels blocks effective communication. Strongly centralized organizations, especially those with a high degree of formalization, reduce communication capacity and decrease the tendency to communicate horizontally, thus limiting the ability to coordinate activities and decisions. Tall organizations tend to provide too many vertical communication links, so messages become distorted as they move through the various levels.

To overcome structural barriers, offer opportunities for communicating upward, downward, and horizontally (using such techniques as employee surveys, open door policies, newsletters, memos, and task groups). Try to reduce hierarchical levels, increase coordination between departments, and encourage two-way communication.

7. Incorrect Choice of Medium

If you choose an inappropriate communication medium, your message can be distorted and the intended meaning blocked. You can select the most appropriate medium by matching your choice with the nature of the message and of the group or the individual who will receive it. Face-to-face communication is the richest medium because it is personal, provides immediate feedback, transmits information from both verbal and nonverbal cues, and conveys the emotion behind the message. Telephones and other interactive electronic media aren't as rich, although they allow immediate feedback, they don't provide visual nonverbal cues such as facial expressions, eye contact and body movements. Written media can be personalized through addressed memos, letters, and reports, but they lack the immediate feedback and the visual and vocal nonverbal cues that contribute to the meaning of the message. The leanest media are generally impersonal written messages such as bulletins, fliers, and standard reports. Not only do they lack the ability to transmit nonverbal cues and give feedback, they also eliminate any personal focus.

To overcome media barriers, choose the richest media for no routine, complex message. Use rich media to extend and humanize your presence throughout the organization; to communicate caring and personal interest to employees; and to gain employee commitment to organiza-tional goals. Use leaner media to communicate simple, routine messages. You can send information such as statistics, facts, figures and conclusions through a note, memo or a written report.

8. Closed communication climate

Communication climate is influenced by management style, and a directive, authoritarian style blocks the free and open exchange of information that characterizes good communication.

To overcome climate barriers, spend more time listening to others than issuing orders.

9. Unethical Communication

An organization cannot create illegal or unethical messages and still be credible or successful in the long run. Relationships within and outside the organization depend on trust and fairness.

To overcome ethic barriers, make sure your messages include all the inform-ation that ought to be there. Ensure that information is adequate and relevant to the situation and make sure your message is completely truthful, and not deceptive in any way.

10. Inefficient Communication

Producing worthless messages wastes time and resources, and contributes to the information overload already mentioned.

Reduce the number of messages by thinking twice before sending one. Then speed up the process, first, by preparing messages correctly the first time around and, second, by standardizing format and material when appropriate. Be clear about the writing assignments you accept as well as the ones you assign.

11. Physical distractions

Communication barriers are often physical – bad connections, poor acoustics, illegible copy. Although noise of this sort seems trivial, it can completely block an otherwise effective message. Your receiver might also be distracted by an uncomfortable chair, poor lighting, or some other irritating condition. In some cases, the barrier may be related to the receiver's health. Hearing or visual impairment or even a headache can interfere with the reception of a message. These annoyances don't generally block communication entirely, but they may reduce the receiver's concentration. To overcome physical distractions, try to prepare well written documents which are clear, concise, and comprehensive. When preparing oral presentations try to find a setting which permits the audience to see and hear the speaker clearly.

How to Communicate effectively in organizations

Humans are unique in terms of behavior. They show all kinds of different behavior even if they are confronted with the same situations. This is especially true in the workplace. Some workers like to constantly keep themselves busy in order to get things done and have a feeling of accomplishment. Others like to influence others to get things done whereas some others try to connect to people in order to accomplish something. These three characters can be identified as doers, influencers, and connectors (Liaw, 2005) and have become important figures in the new world of work which is nowadays called the knowledge economy. The doers, influencers, and connectors are basically the new knowledge workers.

How to communicate with doers

These people like to act fast in order to get things done quickly. They are inclined go straight to the heart of the problem without any formalities. They try to avoid all kinds of minor details and try to find the best shortcuts otherwise they will face boredom. They cherish freedom and accept its risks. They are innovators who often start their own business. They like being acknowledged by the public for their achievements in their area of expertise. They do not like theories and discourses; they like to act. These doers can be found most often in the world of business. They do what they need to do without consulting management textbooks. They are just interested in one thing – action.

They do not like small talk because they want to be to the point. Hence, while communicating with doers always try to be straight to the point; avoid complicated stories; speak in direct and short sentences; give direct responses; and avoid theories and debating about their views. In short, try to deliver your messages in a straightforward manner and avoid complicated facts which are difficult to comprehend with common sense. Always appreciate their actions and give fast responses to avoid their boredom.

How to communicate with influencers

Influencers like to process their thoughts in a verbal manner. They like to `think hard' when communicating with others. They like to interrupt others especially if the topic of discussion is interesting to them. They do not consider it to be an interruption, but as part of a lively conversation. They like to interact with others because they are polite, creative, and persuasive. However, they need someone else to do their job. They like social interactions, recognition, and opportunities to show off their creativity. They like to help others solve a problem because they are good in forming long-lasting relationships. They like others with sincerity, but this might lead to sad dramas because they do not realize the psychological impacts of their interventions in other people's lives. Their most favorite activity in their spare time is teasing others.

When communicating with the influencer use cheerful words because they like happiness, allow them to cut off your sentence as long as the conversation is continued afterwards, show sympathy when they are talking, pretend to be influenced by them, and avoid debating with them. If you control yourself, these people will not be able to influence you. Ironically, they are truly impressed by others who are not influenced by them.

How to communicate with connectors

These persons are the connectors of several persons who are experiencing a common problem. They are hard workers and trustworthy persons. They like to listen to opinions of others than giving their own opinions. Although they seem to be tough at times, they can accept changes as long as they are useful for themselves and others. When communicating with connectors try to be honest and to the point; ask what they have done so far; praise them in a personal and sincere way; appreciate them with smiles and other relevant body language to show your admiration for them; always say that they know better; avoid small talk; ask for their opinions; and praise their opinions. Connectors are effective workers who can follow instructions well if you know how to appreciate their accompli-shments. They will become good colleagues if we can speak within a straightforward and responsible manner. Consistency is also important for them and it will all lead to the fulfillment of expected outcomes.